Leaders put a real effort into listening to and learning from people throughout their organization. Listening is the clearest way we can show respect and build trust.

By contrast, managers don't listen to "their people" — usually because they're too busy telling them what they need.

Managers spend major amounts of time in their offices, or in meetings with other managers and specialists. They often control and command by e-mail because they see it as a more efficient use of their time. Occasionally, they might do an organizational survey, or hold a meeting or special event for "their people."

Strong leaders, on the other hand, have their own kind of "closed-door" policy. They're not trying to keep people out, it's just that most of the time you'll find their office doors closed and the lights off — because leaders are so rarely satisfied with staying behind a desk.

Leaders know that an office is a dangerous place from which to manage an organization. Leaders also recognize that few of their frontline people are going to be assertive enough to break through the invisible management barriers to come into their office and raise an issue or even send an e-mail.

While I agree with the fundamentals of this article, the more I read about leadership and management as written by the "experts", I feel a decided raising of my hackles when such a distinction is made between the word "manager" and the word "leader". It makes it sound like the two cannot co-exist. Being a manager is not a dirty word. I truely believe that you "manage" things (whether people, files, or what-not) and you "lead" people. My title used to be "training manager" but my style is leader (based upon all the descriptions of leader done by all the experts). I have never found an official business title that said "Training Leader" except as a descriptive term.

Perks associated with being in management are just those perks. If only given to management they are frivolous and clique, if they are spread around because of accomplishment that is leadership. And I did have an open door policy that was used significantly by my staff and others in the organization because I did and do walk around and listen and ask questions and make an environment that is open to communication. And, then I sit in that office and manage the day to day activities that allow my staff and company to function to their fullest potential because I can help them do that by dealing with the mundane tasks of management.

So, again, while agree with the idea of the article, cut managers some slack and let's find a better way of communicating the need for leadership skills for all people rather than a single entity known as "The Manager". (and, I am writing this response with a smile in case it sounds like I am on a tirade - I'm not).